Randall G. Holmes

**** **** ****** **, *** ***, Rochester, MN 55901 734-***-**** aduk3x@r.postjobfree.com

Certified Green Belt Engineering, Quality and Project Management professional with over 40 years of significant industry range including automotive, assembly, stamping, cold forming and castings. Twenty plus years of experience working for Ford Motor Company in Program Management, Design and Release Engineering, Business Office, Body Engineering / Integration, Quality and Cost Reduction. Also, twenty plus years of experience in the engineered fastener industry, with a broad range of experience from Quality Systems, Applications Engineering, Product Management, Manufacturing Engineering and Product Development Laboratory oversight.

Solid track record of pragmatic problem solving by successfully leading teams comprised of multiple disciplines to resolve complex issues, align strategic goals using analytical and customer derived data while balancing technical, quality and cost implications using various problem-solving methods including Six Sigma methodology. Excellent understanding of customer expectations via multiple sources and incorporate into decision matrix. Strong written and verbal communication skills. Experienced in KPI development and monitoring to ensure project success and timely critical communications are properly reported to management.

SKILLS & COMPETENCIES

- Project Management - Product Development - Strategic Planning

- Quality Systems Management - International experience - Cross Functional Team Leadership

- Customer Centric Design - TVM & Cost Leadership - People Development & Diversity - Lean Methods - KPIs & Performance Metrics - Supplier Relationship Management

- Product Launch & Quality - Analytical Tool Development - Broad manufacturing expertise

- Robust Design/Six Sigma - Development Planning - Plant Vehicle Team Operations

- Team Building - Body Interior/Exterior Integration

- MS Excel, Word, Outlook, PowerPoint, Access, Project, OneNote, SharePoint, Minitab, CAD/CAE

WORK HISTORY

Ford Motor Company 2001-2022

2018-2022 PVT Program Management Supervisor, Bronco/Ranger, Michigan Assembly Plant, Wayne, MI

Reporting to PVT Manager. Responsible for Ranger and Bronco vehicle launches and on-going model quality improvement. Coordinating with Plant Management, Lead Engineering Activities in North America and Australia, global suppliers and New Models Launch teams. Identify and coordinate resolution of issues prior to releasing to units to customers. Led on-going vehicle quality and cost improvement reviews and assigned actions for warranty/JD Power/Quality improvements.

Supported on-time delivery and launch of 2019-2021 Ranger and 2022 Bronco.

Led team in delivery of over 60% warranty improvement for cost and claims for Ranger.

Led Ranger quality improvements and awarded JD Power IQS Award for 3 of 4 years.

Led Team to deliver $17.1M in cost reductions with no impact to quality.

2015-2018 PVT Program Management Supervisor, Everest/Transit, Jiangling Motor Company Joint Venture, Xiaolan Assembly Plant, Nanchang, China; Hai Duong, Vietnam

Reporting to PVT Manager and Vice President of Engineering. Successfully led and directed the JMC PVT Team; responsible for Everest minor vehicle launches, on-going cost and quality for the vehicle. Launched the Everest OPD programs on-time delivery achieving a high quality OKtoBuy event. Obtained support from the Ford global teams as needed for design changes, quality issues and TVM actions. Improved communication and interaction of JMC PVT members with the Ford team at the working level of various locations. Improved JMC PVT department’s efficiency of engineering changes through coaching on effective documentation of WERS Concerns and Alerts. Increased the JMC PVT's technical understanding of fastener joints and improved the utilization of FST-10 joint testing.

Assumed Interim PVT Manager role with responsibilities for multiple Transit and Everest vehicle lines assembled in China and Vietnam. Led the customer concern process for JMC and FVL (Vietnam) working with cross-functional teams from both plants and Global PD leads and represented our team in various high level Management Report Outs. Led the Critical Concern Regulatory Governance process with Ford Corporate team on behalf of the JMC assisting to align and define field actions.

Supported on-time delivery of 2016-2018 Everest and Transit van

Achieved/exceeded Quality Targets on the 4 vehicle lines produced in Xiaolan for cost and quality (15 of 16 metrics.)

2012-2015 Body Integration Supervisor, Ford Transit, Jiangling Motor Company Joint Venture, Nanchang, China

Reported to China Chief Program Engineer and European Body Integration Manager. Based in Nanchang, China with Ford JV Partner Jiangling Motor Company to lead JMC Design & Release Engineering and application engineering workforce for localized China Transit program delivery. Lead/guided Ford processes and Global Product Design System disciplines; ensuring Ford standards and Safety Design Standards’ requirements were met. Provided coaching and guidance for JMC team on Ford design guidelines, Health Chart, specifications and best practices. Lead necessary trade off decisions on cost/timing/standards during the critical concept design stage. Where deviations and revised standards were required to meet cost targets in China and to be in line with China competitive practice, PMT leaders need to lead and follow the established Ford process to request approval of deviations from Ford Global Change Engineering. Maintained clear R&R between JMC PMT, LVEA PMT and with ESP. Plan and manage engineering resource deployment to support robust post <PS> program executions.

Supported on-time delivery of 2016 Transit van for China

2008-2012 Body Interior Business Analyst, Dearborn Engineering Center

Reported to Body Interior Business Manager. Responsible for developing, monitoring and reporting Body Interior budget status to Body Interior Director. Developed and implemented strategy and detailed staffing requirements for returning component design to in-house rather than outsourced. Responsible for developing headcount requirements for all new programs coming into the department.

2001-2007 Small Car CBG Body Quality/Cost Project Leader, Dearborn Engineering Center

Reported to Small Car Body Chief Engineer. Successfully coordinated / led the Body Engineering team through our Craftsmanship Issue Resolution process. Utilizing Management Reviews, AIMS Issues and Peer Reviews, we were able to identify and resolve fit and finish, build and design issues prior to our engineering gateways during new product launch. Lead the delivery of In-House Design initiative for Body Interior. Assisted in the development of technical and proprietary guidelines and specifications for Interior Components and resource modeling for headcount efficiency. Led engineering team to achieve cost and quality objectives for Mustang.

Averaged 17% YOY improvement in warranty costs.

Achieved BIW standing through design improvements and simplified warranty repairs.

Led team in elimination of all cadmium coatings on all Body components.

MSX 2000-2001

PVT Quality Analyst/VRT Leader/Project Manager, MSX on assignment at Ford Motor Company, Dearborn Assembly Plant

Reported to PVT Manager. As the Powertrain VRT Leader, working with the PVT Resident Engineers and production supervisors, we significantly reduced our “Things Gone Wrong” level and warranty. This was accomplished by a combination of design, assembly and inspection methodology improvements at the plant. As our Mustang 6-Sigma leader, we actively sought 6-Sigma candidates and developed projects for Quality Improvements. I led over 50 6-Sigma projects, coordinating our Black Belts’ efforts with our PVT and production teams while personally obtaining Green Belt Certification.

Streamlined the internal monthly Vehicle Quality Review process and achieved 70% efficiency.

Managed over 50 6-Sigma projects resulting in quality and efficiency improvements.

As Powertrain VRT Leader, led the team to reduce warranty and “Things Gone Wrong” by 40%.

Continental/Midland, Inc. 1983-1999

1994-1999 Automotive Applications Engineer reporting to Automotive Sales Manager, responsible for developing and managing multiple applications and projects for Ford and General Motors. Responsibilities included liaison activities between design engineering, fastener engineering, plant and purchasing personnel while helping to achieve cost/quality improvements.

Successfully increased sales by $5m at Ford Motor Company through seat belt bolt redesign and development.

Developed opportunities to increase door striker offerings through technical benchmarking and presentations.

1993-1996 Product Manager

Reported to President/COO and managed the door striker product line including design, test specification development, technical presentations, sales and marketing to customers.

Increased sales of door striker product during this time by $8m.

1991-1993 Applications Engineering Laboratory Manager

Reported to Chief Engineer. Developed advanced quality methods, integrated advanced technology in test equipment and reports. Responsible for day-to-day activities that included new product design, customer applications evaluation and testing, customer and internal cost reduction programs. Developed fasteners suppliers in Thailand, Indonesia and Japan.

Developed test equipment from analog to digital and improved analysis reporting methodology.

1989-1991 Regional Sales Manager

Reported to VP of Sales and managed sales efforts of inside and outside reps in Canada, New England and the Southern U.S. Managed new application product development and customer visits to purchasing, engineering and manufacturing locations.

Increased non-automotive sales in region by 18%.

1987-1989 Director of Quality Assurance

Reported to Vice President of Operations. Replaced all aspects of Continental/Midland's (Q1 supplier under probation) quality systems including: Incoming Quality, In-Process Inspections, Supplier Quality, Final Product Quality and Customer Issue Resolution to levels effective to retain Q1 from Ford. Quality Operating Systems enhanced with advanced methods, such as: statistical methodology, experimental design, automated non-destructive inspection methods, advanced problem-solving techniques, training for personnel and lessons learned closed loop feedback into the QOS. Customer Issue Resolution evolved to advanced Fastener Applications Engineering methods and facilities. Performing as the Fastener Technical Expert for our customers, advised specific recommendations on fastener joints and material selection. Also authored multiple Ford and GM fastener specifications.

Customer returned product was reduced from nearly 25% to less than 0.5% of sales.

Customer concerns at Ford were reduced from 50 occurrences per year to 1 per year.

1986-1987 Quality Assurance Manager

Reported to Director of Quality Assurance and coordinated all aspects of final product audits. Responsible for effective quality concern resolution at various customer facilities, led customer SQA quality audits at our manufacturing facility.

1983-1986 Quality Assurance Supervisor/Analyst

EDUCATION

Six Sigma Green Belt Certification, Ford Motor Company

Baker College – Currently working on BS in Computer Science

Detroit Mercy, School of Engineering, Detroit, MI

Indiana University Northwest, School of Business, Gary, IN

Strategic Planning, American Management Association, Elk Grove Village, IL

Unisys CAD, Boulder, CO

Statistical Quality Control, Ford Motor Company

8D Problem Resolution, Ford Motor Company

FMEA, Development, Ford Motor Company

Fastener Joint Design, Ford Motor Company

Magnaflux, NDT Training, Elk Grove Village, IL

Society of Manufacturing Engineers author/presenter

References on Request

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